Improving partnering results: Managing alliances for optimum outcomes

Although corporate real estate organisations use partnering and alliances extensively, many alliances fail or fall short of expectations. Such shortfalls result from corporate real estate’s traditional emphasis on making the deal rather than on managing it for the long term, the limited skills set that even experienced managers possess when it comes to true collaboration, and the sheer complexity of managing alliances. To improve partnering results, the author outlines a four point plan based on successful partnering methods used in large construction projects: (1) bring all the key players together specifically to address and manage communications issues, (2) clarify partnering goals by writing and signing a Goals Statement, (3) develop specific communications procedures and (4) build mutual understanding and trust with tools such as the Myers‐Briggs Type Indicator and collaborative communications skills.